Year-end Sale % OFF 
Abstract
IntroductionWhile safety knowledge and safety motivation are well-established predictors of safety participation, less is known about the impact of leadership styles on these relationships. MethodThe purpose of the current study was to examine whether the positive relationships between safety knowledge and motivation and safety participation are contingent on transformational and passive forms of safety leadership. ResultsUsing multilevel modeling with a sample of 171 employees nested in 40 workgroups, we found that transformational safety leadership strengthened the safety knowledge–participation relationship, whereas passive leadership weakened the safety motivation–participation relationship. ConclusionsUnder low transformational leadership, safety motivation was not related to safety participation; under high passive leadership, safety knowledge was not related to safety participation. Practical ApplicationsThese results are discussed in light of organizational efforts to increase safety-related citizenship behaviors.
Talk to us
Join us for a 30 min session where you can share your feedback and ask us any queries you have
Schedule a callDisclaimer: All third-party content on this website/platform is and will remain the property of their respective owners and is provided on "as is" basis without any warranties, express or implied. Use of third-party content does not indicate any affiliation, sponsorship with or endorsement by them. Any references to third-party content is to identify the corresponding services and shall be considered fair use under The CopyrightLaw.
